AAA videogames often offer expansive experiences to the millions who engage with the medium, but they are vulnerable to disruption from neoliberal structures. The Corruption of Play explores how neoliberal ideology corrupts play in AAA videogames by creating conditions in which play becomes unbound from leisure, allowing play to be understood, undertaken, and assessed in economic terms, and fundamentally undermining the nature of play. Providing a cutting-edge and innovative approach to this problem, McMahon uses cognitive mapping to make neoliberalism visible in play-space, showcasing a new way of seeing and understanding how play is enabled and how the player forms an understanding of themselves by it. How does the player form their sense of self in the videogame? What level of agency does the player have? How are AAA videogames consumed and what is the extent of the corruption of play? Offering a timely level-up to the existing critical work on videogames, McMahon's revelations that play in AAA videogames does not often occur under ideal conditions due to the influence of neoliberal ideology are a captivating read for communication and media scholars interested in videogames. Understanding that play should be a core activity, and a natural barrier to market and economic logics, McMahon sets the scene for equipping us to understand how the process of neo liberalisation can be resisted.

We all know, or think we know, what it means to say that something is 'reasonable' or 'fair', but what exactly are these concepts and how have they evolved and changed over the course of history? In this book, Christopher McMahon explores reasonableness, fairness, and justice as central concepts of the morality of reciprocal concern. He argues that the basis of this morality evolves as history unfolds, so that forms of interaction that might have been morally acceptable in the past are judged unacceptable today. The first part of his study examines the notions of reasonableness and fairness as they are employed in ordinary practical thought, and the second part develops a constructivist theory to explain why and how this part of morality can undergo historical development without arriving at any final form. His book will interest scholars of ethics, political theory, and the history of ideas.

We all know, or think we know, what it means to say that something is 'reasonable' or 'fair', but what exactly are these concepts and how have they evolved and changed over the course of history? In this book, Christopher McMahon explores reasonableness, fairness, and justice as central concepts of the morality of reciprocal concern. He argues that the basis of this morality evolves as history unfolds, so that forms of interaction that might have been morally acceptable in the past are judged unacceptable today. The first part of his study examines the notions of reasonableness and fairness as they are employed in ordinary practical thought, and the second part develops a constructivist theory to explain why and how this part of morality can undergo historical development without arriving at any final form. His book will interest scholars of ethics, political theory, and the history of ideas.

Should the democratic exercise of authority that we take for granted in the realm of government be extended to the managerial sphere? Exploring this question, Christopher McMahon develops a theory of government and management as two components of an integrated system of social authority that is essentially political in nature. He then considers where in this structure democratic decision making is appropriate. McMahon examines the main varieties of authority: the authority of experts, authority grounded in a promise to obey, and authority justified as facilitating mutually beneficial cooperation. He also discusses the phenomenon of managerial authority, the authority that guides nongovernmental organization, and argues that managerial authority is best regarded not as the authority of a principal over an agent, but rather as authority that facilitates mutually beneficial cooperation among employees with different moral aims. Viewed in this way, there is a presumption that managerial authority should be democratically exercised by employees. Originally published in 1997. The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books from the distinguished backlist of Princeton University Press. These editions preserve the original texts of these important books while presenting them in durable paperback and hardcover editions. The goal of the Princeton Legacy Library is to vastly increase access to the rich scholarly heritage found in the thousands of books published by Princeton University Press since its founding in 1905.

This book examines the ways in which reasonable people can disagree about the requirements of political morality. Christopher McMahon argues that there will be a 'zone of reasonable disagreement' surrounding most questions of political morality. Moral notions of right and wrong evolve over time as new zones of reasonable disagreement emerge out of old ones; thus political morality is both different in different societies with varying histories, and different now from what it was in the past. McMahon explores this feature of his theory in detail and traces its implications for the possibility of making moral judgments about other polities, past or present. His study sheds light on an important and often overlooked aspect of political life, and will be of interest to a wide range of readers in moral and political philosophy and in political theory.

This book, first published in 2009, examines the ways in which reasonable people can disagree about the requirements of political morality. Christopher McMahon argues that there will be a 'zone of reasonable disagreement' surrounding most questions of political morality. Moral notions of right and wrong evolve over time as new zones of reasonable disagreement emerge out of old ones; thus political morality is both different in different societies with varying histories, and different now from what it was in the past. McMahon explores this feature of his theory in detail and traces its implications for the possibility of making moral judgments about other polities, past or present. His study sheds light on an important and often overlooked aspect of political life, and will be of interest to a wide range of readers in moral and political philosophy and in political theory.

This book examines the issue of rational cooperation, especially cooperation between people with conflicting moral commitments. The first part considers how the two main aspects of cooperation - the choice by a group of a particular cooperative scheme and the decision by each member to contribute to that scheme - can be understood as guided by reason. The second part explores how the activity of reasoning itself can take a cooperative form. The book is distinctive in offering an account of what people can accomplish by reasoning together, of the role of deliberation in democratic decision making, and of the negotiation of the proper use of concepts. Presenting for the first time a detailed analysis of the general problem of cooperation and collective reasoning between people with different moral commitments, this book will be of particular interest to philosophers of the social sciences and to students in political science, sociology and economics.

Should the democratic exercise of authority that we take for granted in the realm of government be extended to the managerial sphere? Exploring this question, Christopher McMahon develops a theory of government and management as two components of an integrated system of social authority that is essentially political in nature. He then considers where in this structure democratic decision making is appropriate. McMahon examines the main varieties of authority: the authority of experts, authority grounded in a promise to obey, and authority justified as facilitating mutually beneficial cooperation. He also discusses the phenomenon of managerial authority, the authority that guides nongovernmental organization, and argues that managerial authority is best regarded not as the authority of a principal over an agent, but rather as authority that facilitates mutually beneficial cooperation among employees with different moral aims. Viewed in this way, there is a presumption that managerial authority should be democratically exercised by employees. Originally published in 1997. The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books from the distinguished backlist of Princeton University Press. These editions preserve the original texts of these important books while presenting them in durable paperback and hardcover editions. The goal of the Princeton Legacy Library is to vastly increase access to the rich scholarly heritage found in the thousands of books published by Princeton University Press since its founding in 1905.

This book examines the issue of rational cooperation, especially cooperation between people with conflicting moral commitments. Can such cooperation--the choice made by a group and the decision by each member to contribute to that choice-- be understood as guided by reason? Can the activity of reasoning itself take a cooperative form? The book is distinctive in offering an account of what people can accomplish by reasoning together, of the role of deliberation in democratic decision making, and of the negotiation of the proper use of concepts.